Scenario management offers solutions to many of the disadvantages of traditional planning practices. It allows organisations to assess what lies beyond the ‘span of predictability’ and account for multiple possible futures.

As per Accenture research, 94% of Fortune 1000 companies are facing major supply chain disruptions caused by the COVID-19 crisis. That is why agile and dynamic Supply Chain Planning has become critical for many organisations around the globe.  

After an absence of almost two years, I was looking forward to joining the London FP&A Board meeting, where a group of senior finance professionals met in person, many experiencing their first face-to-face industry event since the initial lockdown in the UK back in March 2020.

In this series of blogs, I am looking at areas where FP&A departments must improve if they are to support organisation decision-making in this technology-driven age. In this blog, I’ll cover the new staffing roles that are essential.

First and foremost, Best-in-class FP&A is about agility. Accordingly, it specialises in the ability to orient planning activity around the needs and cycles of the products and services provided by the organisation. With a constant flow of urgent demands leaving little time to make changes, finance teams need practical advice on how to digitally transform FP&A.

Organizational agility often faces a considerable barrier: unaligned top-down and bottom-up planning processes. Why does this gap exist? How can we bridge it, and what role does technology play?